The document discusses the role and responsibilities of a project manager. It states that a project manager is responsible for implementing and completing projects on time and on budget by selecting team members, ensuring resources and facilities are available, and taking care of routine details. A project manager takes a generalist approach compared to functional managers who are specialists. The document outlines various responsibilities of a project manager to the parent organization, project, and project team members. It also discusses challenges project managers may face like acquiring adequate resources, dealing with obstacles, and communicating effectively.
Basic Civil Engineering first year Notes- Chapter 4 Building.pptx
Project manager
1. By
Umesh Kumar Meher 1
The Project Manager
“Project Managers are special people
who will ensure project success”
2. 2
Project Manager
Responsible for implementing and completing
the project
Prepare preliminary budget and schedule
Select people to serve the project team
Know the client
Ensure that proper facilities are available
Ensure that supplies are available when
needed
Take care of routine details
4. 4
Functional Manager Project Manager
In charge of 1 functional
dept.(eg;marketing,finance)
Oversee many functional
areas
Specialist in the area they
manage
Generalist-wide b.ground of
experience and knowledge
Analytically oriented More skills at synthesis
Know some details of each
operation
Rarely has in depth
knowledge of all areas
Responsible for 4W 1H of
each job/task
Use systems approach
Direct,technical supervisor Facilitator
Know the technology to
advise and solve problems
Facilitate cooperation
9. 9
Responsibilities to Parent
Company
Proper conservation of resources
Timely and accurate project communication
Competent management of the project
Keep management informed – project’s
status, cost, timing and prospects
Running over budget or delay
Protect firm from risk
Damage control
10. 10
Responsibilities to the Project
Preserve integrity of the project
Resolve conflicting demands made by
many parties – engineering, marketing,
manufacturing, administration,
purchasing
11. 11
Responsibilities to Project
Team Members
Finite nature of the project
Specialized nature of the team
Concern with future of project people
Transition back to functional units
12. 12
PM Career Path
Participation in small and then larger
project
Give command over small and large
project
Project engineer, manufacturing
manager, deputy project manager,
project manager
13. 13
Special Demands on the
Project Manager
Acquiring Adequate Resources
Acquiring and Motivating Personnel
Dealing With Obstacles
Making Project Goal Trade-offs
Failure and the Risk and Fear of Failure
Breadth of Communication
Negotiation
14. 14
Acquiring Adequate
Resources
Human resource, material, machine,
subcontractors, consultants, space,
utilities
Resource trade-offs
Human resource – skills, pay
Subcontracting – cost, delay, control
Under and overestimate of resources
Resource acquisition
15. 15
Acquiring and Motivating
Personnel
“Borrowed” from functional department
Top producers and high skill
Challenge and variety in project
Influence over salary and promotions
Effective team members:
High quality technical skills
Political sensitivity
Strong problem orientation
Strong goal orientation
High self esteem
16. 16
Dealing With Obstacles
Better planning, fewer crises
Project inception – resources
Budget and schedule
Change in technical plans, schedule
Uncertainty surrounding what happens
at the end of the project
Open communication with all parties
17. 17
Making Project Goal Trade-
offs
Trade-offs – cost, time, performance
Technical and managerial functions
Project formation – no difference in
importance
Build-up stage – schedule
Final stage – performance
Smoothness of running project team
for technical progress
18. 18
Failure and the Risk and Fear
of Failure
Failure in routine project – come in late
or over budget
Failure in new project – technical
problem
Waves of pessimism and optimism
19. 19
Breadth of Communication
Top management, functional department,
clients, suppliers, authorities, subcontractors
Engineering change management
Use of cyber communication tools
PM fully understand project’s intent
PM has managed projects that failed
Have support of top management
Build and maintain solid information network
PM must be flexible
21. 21
Selecting the Project Manager
Strong technical background
Hard-nosed manager
Mature individual
Someone who is currently available
Someone on good terms with senior
executives
A person who can keep the project teams
happy
One who has worked is several departments
A person who can walk on the waters
22. 22
Credibility
Technical credibility –perceived as
possessing sufficient technical knowledge
Reasonable understanding of base
technologies
Administrative credibility – responsibilities to
client and senior management
Trade-offs decisions
Mature judgments, courage
24. 24
Leadership and Management
style
“Interpersonal influence, exercised in situations
and directed through communication process,
toward the attainment of specified goal or
goals”
Capitalize on people’s strengths, cover their
weaknesses, know when to take over
When to punish/reward
When to communicate